BT is a leading global communications company with over 100,000 employees operating in 170 countries. It has annual turnover of about £20.2 billion and principal lines of business include retail, wholesale, global services, and network operations. BT sees learning and developing its people as essential to its strategy of growing in new areas while defending traditional markets. It has a structured approach to identifying and developing talent through talent pools and leadership development programs aligned to its values of trustworthy, helpful, inspiring, and straightforward.

1. Alex Wilson Group HR Director BT as a learning organisation

2. One of the world’s leading providers of communications solutions and services Principal activities include networked IT services; local, national and international telecommunications services; higher-value broadband and internet products and services and converged fixed/mobile products and services Annual turnover of about £20.2 billion A FTSE 20 company Over 100,000 employees Operating in 170 countries. Principal Lines of Business BT Retail BT Wholesale BT Global Services BT Operate BT Design Openreach

3. Learning at the heart of BT Customers Shareholders BT people BT People Strategy Networked IT services Broadband Mobility 21 st Century Network Long term Partnership with our customers ... and consistent delivery Defend Traditional Grow new wave Improved service Price innovation Reduce costs / improve margin Aggressive & creative marketing Learning at the heart of BT

4. Learning strategy annual life cycle Learning Plan Closing skills gap Agreed with CEOs Learning Management System Tracking ROI and business value reported to Operating Committee 2007/8 spend £120 million Business Agenda Define required skills/capabilities Deliver the Plan Learning Council Delivery Model Strategic partner PSL In-house

5. Delivering world class skills in BT - the ‘skills escalator’ Current apprenticeship programmes are limited to ‘advanced’ and ‘higher’, delivering Level 3 and Level 4 qualifications respectively. Potential to develop this model to other areas of learning e.g. finance, and other parts of BT. Progression from foundation degree to honours degree is not subject to additional funding. Higher apprentices may provide a compelling alternative to graduates. Potential (currently untapped) funded learning programmes.

6. Talent feed Graduates MBAs Direct hires Internal promotions Apprentices

7. Entry to the BT talent pool Ability Exceptional results Broad range of exceptional capabilities. Engagement Commitment to BT and its goals Demonstrates allegiance to the BT Values True ‘One BT’ behaviour Self-less support to others. Thought Agility Learns rapidly from new experiences Sound judgement in unfamiliar situations Comfort with ambiguity. Ambition Tenacity and drive Drives own career forward Seizes opportunities to develop Influences others. Current performance Future potential

8. BT’s talent pool structure Potential Leadership Team Successors (PLTS) Regarded as having the capability to undertake a LoB or functional leadership team role within five years. Emerging Talent (ET) Our ones to watch. Individuals showing exceptional potential who may reach very senior positions given cross-functional exposure, support and coaching. Rapid Higher Potential (RHP) Individuals showing such outstanding capabilities and potential that we confidently expect them to be performing an executive level role (if not already doing so) and to be ready for PLTS within 2 years.

9. BT’s talent deal A formal annual career development review Events and access to senior executives to build individual knowledge, visibility and networks Developmental career moves Creating and delivering a development plan which could include: Access to executive leadership development programmes Job-specific development Mentoring from a senior manager Executive coaching. We openly communicate talent pool membership and what it means: Continued exceptional performance , achievement of objectives, evidence of commitment to One BT and BT values Provision of information - CV, Development and Performance Review, profile Event/programme attendance Talent networking - develop relationships Contribute to acquisition and development of other talent Accountability for development - action planning. We openly communicate talent pool membership and what it means: BT’s commitment Individual’s commitment

10. Leadership capabilities aligned to BT’s values Brand proposition Leadership capabilities Trustworthy We do what we say we will Helpful We work as one team Inspiring We create new possibilities Straightforward We make things clear Heart We believe in what we do

11. Example - linking company goals and behaviours Goal: Simplify and speed up the way we work Key capability: Helpful - We work as one team for customer success. What this means… - Working across boundaries to achieve the best outcome for BT and its customers Working with a shared sense of purpose and understanding about what needs to be done - Being willing to sacrifice one’s own interests for the good of BT’s customers. Essential behaviours… - Fosters collaboration and tackles poor cross-business team working Creates a culture of constructive challenge - Builds alignment across the organisation to a common purpose.

12. Pan-BT global leadership pathway In-role - consistent set of programmes for all leaders to build a common language Transition - development to support leaders at key moments of career change Professional paths - will develop leaders on different paths, ‘thought leadership’, ‘technical leadership’, as well as ‘business leadership’

13. Questions? Ideas? Challenge? Validation?